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d.write("var wordMap = new Array(\" information found here main areas david's davids expertise reputation brand management managing reputation crisis management planning testing events risk radar business risk strategy implementation identification assesment dynamic registers technical motor fleet incident recording analysis consulting almost decade dbrc brought clarity objectivity which organisations think about manage challenges opportunities reputations risks dbrc's dbrcs founder principle consultant closed april 2010 when approaching normal retirement decided change life balance have kept much content from site give access articles papers provide point contact whilst longer working full time remain available challenging training consultancy assignments david davies \",\" click tile details that particular element business risk management here will help understand implement works because very broad experience these areas whether subject risk professional seeking specialist assistance organisation size from global giant public private sector dynamic registers strategy implementation identification assessment \",\" training click relevant image more about in-house training public courses overview dbrc provide risk management coaching mentoring scale from individuals large groups train people pass exams nothing that teach academic focus make think themselves constantly challenge existing preconceptions include high proportion practical examples exercises keep minds engaged maximise effectiveness \",\" about david davies activities management consultant with core capabilities business thinking planning including graphical influence modelling assumption corporate road mapping risk intangibles such brand reputation commitment loyalty culture risk strategy implementation technical management excellence four aspects gives clients considerable unique advantage this stems from ability blend elements precisely match client's help them achieve their objectives efficiently effectively methods methods include interactive workshops customised transferable processes consultancy training coaching tools other tools stimulate creativity involvement understanding which flows buy-in actions that deliver most were created have been tried tested many assignments because inner knowledge able customise flex integrate each needs doing things pedigree consultancy divisions companies bain hogg aon's aons business practice nine years until april 2010 company dbrc dbrc's dbrcs included local government universities private sector ranging financial manufacturing distribution sectors \",\" contact please omit hyphen d-brc when emailing dbrc this precaution taken minimise spam find more about meet your corporate thinking risk management needs just chat second opinion please contact e-mail 	ddavies phone 	+44 1635 865271 mobile 7876 684778 based thatcham berkshire \",\" training house both public private sector there strong need embed risk management supply customised workshops training coaching aspects risk crisis management whilst some degree customisation critical success factor brochures listed under standard courses detail approach also which in-house accolades some feedback comments from single day's days session delegates very informative professional good slides exercises good timing well organised course presented 	very clearly excellent thanks thought trainers complemented each other appreciated three presenters have their input during breakouts each trainer knew role excellent balance styles content presentation timekeeping really learned highly instructive different slants subject very enjoyable great introduction manager brochures strategy-level dynamic basic those audit compliance quality brand reputation managing your crisis business continuity planning testing simulations \",\" david davies well known conference speaker chairman conferences many parts world detail below some workshops training programmes that past these updated customised other organisers in-house events please contact discuss training public courses strategy-level management series two-day risk master classes kuala lumpur malaysia sydney australia august 2004 event brochure here half-day risk management workshop global holography prague czechoslovakia november modelling threats sector debating future strategy survival growth brand reputation managing your talk farnborough march 2010 open university bristol 2007 overview lively discussion challenges light recent reputation-damaging news stories reputation class april this combined interactive learning team individual exercises with live crisis simulation details three-day dubai june 2005 coaching footage crisis business continuity dynamic incident involving counterfeit pharmaceuticals global pharmaceuticals paris report achieving preparedness case studies including crises develop mistakes made london seminars preparing avian pandemic belfast southampton 2006 risk-specific areas fleet achieving culture fleet safety through procedures motivation \",\" brand reputation overview your your licence business reason people with work invest with growth social networking hour global news feeds damaged before have time convene board meeting call consultant despite this organisations understand their take meaningful steps manage protect click tile help reputation management event risk radar crisis planning \",\" risk management strategy implementation need compliance corporate governance requirements have forced organisations take into board room identify manage report their major risks tangible intangible fortuitous commercial where goes wrong many cases compliance been achieved boxes ticked without buy-in with value added processes that embedded business appears boardroom agenda only quickly passed over omitted result inefficiency lost opportunities false sense security dbrc help support implementation effective levels determining strategy roll-out embedding recording monitoring reporting coaching communication training brochures \",\" application dynamic influence modelling process used wide variety issues here show four examples risk specific threat series related threats greatest organisation project business unit goal goal corporate mission goals issues factors that relate issue numeric this values example relative importance degrees other data such performance measures either catalyst provide coaching training your people create them themselves experience models best created small groups working together this adds benefit multiple perspectives well achieving better buy-in click tiles below before today never graphics thinking having gone through you've youve totally converted vice-chancellor university whose board guidance model their risks notes will each brings influences single actions numeric instance management several components richness analysis only obtained with graphic each layer showing picture more detail sub-models notes seen hyperlinks from nodes style content reflect culture preferences involved dynamic \",\" motor fleet risk management challenge unacceptably high fleet accidents usually tackled with knee-jerk solutions example driver training incentive penalty schemes could strike lucky just what needed there many reasons might have picked entirely wrong solution problem don't dont rather like randomly taking medicine without really knowing what's whats odds hitting right thing against best it's waste even backfire approach work closely clients identify core looking depth people statistics procedures also incident recording analysis design strategy respond problems strengths that identify help implement support thereafter typically troubleshooter what achieved typically cars trucks helped client achieve reduction accident costs excess £800 first three years third party recoveries increased from specialist expertise capability headed mike reed whose knowledge achievements this field legendary seen profile article 																							 								brochure \",\" crisis management planning testing need real crisis almost definition rare occurrence organisations successfully handle sort major which they have little experience handling indeed some several times seemingly fail learn their mistakes crises often badly handled many most initial information rumour conjecture everything dealt with speed that your people comfortable world's worlds media watching every move ready report each mistake plan seen we'll well muddle through approach always paid damage corporate reputation management credibility there only solution prepare flexible enable respond wide range situations articles dbrc help dbrc's dbrcs dynamic training coaching plan evaluation realistic simulations kick start kick start provides effective speedy getting prepared will identify scenarios prioritisation strategies dealing them maximise	your response effectiveness teams project \",\" tools vision goals developing honing business risk capabilities have created abilities processes expertise help organisations take clearer more informed decisions successfully manage results those they used better think plan measure achieve that what deliver bring clarity corporate thought process particularly around strategies ventures major change projects from conception planning stage through monitoring management outcome each assignment assemble integrate components tailor approach will precisely your needs culture role purely support scoring systems graphic models other tools typically catalyst workshop environment helping clients consider issues collective where wide range including public sector local government higher education private sme's smes multinationals industries training option prefer yourself supply both them appropriate coaching required with ongoing background troubleshooting brochure assumption measuring performance click tiles detail corporate route mapping graphic influence modelling \",\" corporate route-mapping uses benefits dbrc's dbrcs route mapping process brings clarity precision thought achieving vision goal major project places considerable focus identifying challenging managing underlying assumptions threats both tangible intangible result success more certain progress easily monitored highlighting exactly where problems arising corrective action required creation typically simple graphic models other processes used workshops with small groups people creating richness information effective strategy buy-in that comes from participation understanding flexibility being rigid toolkit which tailored match your specific needs corporate culture doing things assumption management measuring monitoring performance vision goals risk identification assessment events risk radar dynamic influence modelling brochures typical seen below click tile drill down further \",\" click tile details that particular element technical risk management here will help understand implement works because very broad experience these areas whether subject risk professional seeking specialist assistance organisation size from global giant public private sector motor fleet incident recording analysis \",\" assumption management need assumptions underpin most corporate plans decisions thoroughly identified documented managed result their detriment some least partly based false inaccurate assumptions when monitored subsequent changes that invalidate those unnoticed either initially subsequently become without implications being noticed major cause serious strategic operational failures studies have shown organisations particularly vulnerable making when they under great pressure example handling crisis which unprepared dbrc help assists with identification monitoring management critical initiatives challenges projects core process identifying utilises structured workshop evaluated using dynamic influence modelling this graphically models factors such context each assumption actions influenced initial current confidence model becomes tool ongoing corrective action during designed achieve clear thinking support times places emphasis challenging documenting \",\" measuring monitoring performance need adage what measure very true organisations people within those prioritise things they will measured often detriment other which would fine always right dbrc approach holistic looks full picture surrounding need where appropriate draws specialised tools experience including dynamic modelling facilitator brainstorm potential measures thus maximising buy-in before adoption work with stress-test possible looking their encouraging unwelcome actions work-around's work-arounds having agreed advise required reporting mechanisms executive dashboard applicability some areas value include corporate route mapping dynamic risk registers loss incident recording analysis business five most common errors people invariably easily measurable rather than that really matter only progress data irrelevant focused delivering wrong often symptoms causes confuse types measurement results indicators performance usually calling them kpi's kpis realising should different play roles fail make comparisons level playing field drawing misleading conclusions about best worst performers even practice produce colourful charts information nice know points specific management action needed \",\" dynamic risk registers approach either build review what already have haven't havent started process help create dynamic registers from scratch including initial risk identification assessment either result will that drive your management embrace significant corporate risks business strategic operational intangible reflect both opportunities contain facts appraise each adjust strategy dynamically factors change utilise graphic modelling easily communicate management rule stop becoming unwieldy link powerful reporting systems ensure always up-to-date picture progress managing need your should powerhouse behind they're theyre we've weve most people don't dont them increasingly useless typical comment then whether neglected ones fulfilling their potential process transfer part coach processes example analysis standard industry software required provide ongoing support troubleshooting basis what achieve buy-in comes open clear confidence tested thorough engine \",\" vision goals need accurately defining objective major initiative project even more organisation's organisations vision mission critical success factor that should shape which initiatives undertaken touchstone when making decisions influence organisation conducts itself where goes wrong often this step taken superficially with little thought result valuable time effort lost trying things righter solution dbrc's dbrcs customised workshops designed bring together people debate agree ensure understood achieve buy-in when part route mapping exercise process thereafter seamlessly move other stages corporate issues surrounding achievement goal modelled dynamically addressed modelling example model \",\" risk identification assessment need there very worthwhile things that entail degree risk however important organisation project initiative potential risks identified once they assessed understood based decision taken their acceptability treatment example mitigation transfer initial process critical often major overlooked because covert intangible taboo uninsurable even when dismissed false assumptions made about likelihood impact management solution with considerable expertise management dbrc provides assistance processes with each stages development embedding overall strategy david davies worked many based organisations achieve turnbull compliance cornerstone which subsequent organisation's greatest complete shown this flow chart \",\" events risk radar need organisations alert things that going around them example they changes public opinion other stakeholders areas relevant high profile your activities could invalidate critical overt covert assumptions made when determining either corporate strategy conduct projects initiatives urgency given rise social media feeds hour global news leisurely reactions unexpected events adverse allegations luxury long since passed vital able respond rapidly competently virtually instantaneously necessary creating considerably speed response spotting crisis before explodes however smart filtering information tapping wide breadth sources easily engulfed solution dbrc's dbrcs process helps identify which focus monitoring gathering processes reporting mechanisms filter ensure appropriately according implication required integration with dbrc integrated into assumption management corporate route mapping crisis planning risk management implementation \",\" corporate influence modelling these examples about third full model left extrapolated showing issues that relate client confidentiality application which component parts organisation inter-react another cannot seen from structure even process chart graphic holistic technique obtaining understanding efficiently relatively quickly prove invaluable when undertaken prior major change initiative phases first phase create high-level interdependencies influences this typically done more workshops serve dual purpose combining multiple views person picture achieving wide buy-in results second makes power track back attach node organisation's organisations goals functions business drivers intangible assets significant weaknesses risks using insight range corporate activities stages illustrated opposite \",\" graphic influence modelling need functions smallest organisations interrelated interdependent subtle complex ways that have understood before major issues problems initiatives tackled ignoring this drive simple quick solutions only ineffective create unexpected elsewhere uses benefits developing honing business risk capabilities developed graphic techniques help picture over bypass organisational boundaries silos overcome blockages blind spots caused taboo political identify model vital often covert relationships influences recognise take account critical intangibles such culture reputation corporate knowledge trust commitment these models proved immensely effective pure decision making particularly relative strategy significant change identification evaluation directions opportunities they also used plan progress project initiative corporate route mapping twin approach distinctly different types both created graphically incorporate numeric values reflect factors importance strength quality influence modelling this process within entire organisation once completed master pick chains affect affected selected goal driver function weakness threat dynamic takes more elements structured brainstorming identifies their relevant detail click tiles below \",\" reputation management brand completely intertwined typically accounting organisation's organisations equity largest corporations values measured billions dollars every size whether public private sector reputational value significant asset reason people business with invest work your licence trade managing reputation also most difficult comprehend measure convincingly remains cinderella assets valuable vulnerable often least well managed risk consistently placed fears both ceo's ceos risk managers social media magnifies social growing exponentially developing along unpredictable channels thanks twittering blogs something goes wrong it's there almost immediately spreading like wildfire long before convene board meeting this makes dbrc's dbrcs holistic methodology even more vital articles dbrc help manage itself adding bottom line increasingly important long-term sustainability capabilities include audit software management training crisis planning dynamic crisis \",\" incident recording analysis hidden value data most information that relates things such customer complaints industrial accidents near misses motor fleet product failures employee satisfaction surveys potentially invaluable however often most valuable collected even more when ignored favour incidental irrelevant factors make impressive charts either can't cant used determine future action point wrong entirely turning dross into gold fine-tuning collect analyse it's real released dbrc help with everything approach would tailored exactly your specific culture needs type ways which include studying what report taking account both potential from advising could improve providing coaching training collection relevant employees track record david davies undertake assignment considerable experience designing loss systems organisations rolls royce local government national health service also measuring monitoring performance \",\" risk modelling example product counterfeiting \",\" goal modelling simple example courses attract enough high quality students \",\" numeric modelling example \",\" issues modelling simple example \",\" graphic influence modelling need functions smallest organisations interrelated interdependent subtle complex ways that have understood before major issues problems initiatives tackled ignoring this drive simple quick solutions only ineffective create unexpected elsewhere uses benefits developing honing business risk capabilities developed graphic techniques help picture over bypass organisational boundaries silos overcome blockages blind spots caused taboo political identify model vital often covert relationships influences recognise take account critical intangibles such culture reputation corporate knowledge trust commitment these models proved immensely effective pure decision making particularly relative strategy significant change identification evaluation directions opportunities they also used plan progress project initiative corporate route mapping twin approach distinctly different types both created graphically incorporate numeric values reflect factors importance strength quality influence modelling this process within entire organisation once completed master pick chains affect affected selected goal driver function weakness threat dynamic takes more elements structured brainstorming identifies their relevant illustration working with group related threats goals including exploratory discussions initial meetings workshop one-on-one facilitation creating final data files hard copy would typically cost less than training £750 detail click tiles below \",\" dynamic crisis management illustration supplying providing training process typically costs single site fees more detail need whether they public private sector crises handled well major organisations such toyota network rail cadbury british airways wrong? based research into despite plans some cases things really wrong inside what needed make significant difference crisis handling performance what discovered crises badly because team affected trauma this severely affects their judgment particularly when hard reliable facts scarce article combating denial syndrome outset little information available unreliable uncertain management good framework logistics address support traumatised decision making decisions that have taken completely different those members experienced quicker often under glare media spotlight helps structured reputation provided copy software both with environment provides complete high level incorporates simple tools continually reappraise uncertainty factors each time critical received cause breadth repeatability perceived blame take action accordingly this maintains alertness possibilities allows them track graphical form direction emerging allegations conjecture result anticipate directions dynamically adapt response strategy dynamic record invaluable during post-crisis audit acts team's teams focal point searchable known unknown actions assumptions relationship between thus later found invalid tracked corrected reversed articles \",\" 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d.write("var preMap = new Array(\"Information can be found here for the main areas of David’s expertise:  Reputation & brand Management: Managing reputation Crisis management, planning and testing Events & risk radar   Business Risk M\",\"Click on any tile for details of that particular element.  Business Risk Management Here you will see how we can help you to understand and implement Risk Management that works.    Because of our very\",\"Training Click on the relevant image to see more about.... In-house training Public courses Training overview DBRC can provide Risk Management training, coaching and mentoring on any scale, from indiv\",\"About David Davies  Activities I am a management consultant with core capabilities in: Business thinking and planning, including graphical influence modelling, assumption management and corporate road\",\"Contact us * Please omit the hyphen in d-brc when emailing dbrc. (This precaution is taken to minimise spam)  To find out more about how I can meet your corporate thinking and risk management needs, o\",\"Training - In house In both  the public and the private sector there is a strong need to embed Risk Management.   We can supply customised workshops, training and coaching on all aspects of risk and c\",\"David Davies is a well known conference speaker and chairman in conferences in many parts of the world.  We detail below some of the workshops and training programmes that he has run in the past.  The\",\"Brand & reputation overview Your reputation is your licence to do business – it is the reason why people do business with you, work for you and invest in you.    With the growth of social networking, \",\"Risk Management Strategy & Implementation The need Compliance and corporate governance requirements have forced organisations to take Risk Management into the board room, and to identify, manage and r\",\"Application The dynamic influence modelling process can be used for a wide variety of issues.  Here we show four examples: Risk modelling - for modelling one specific threat, a series of related threa\",\"Motor Fleet Risk Management The challenge Unacceptably high fleet accidents are usually tackled with knee-jerk solutions - for example driver training or incentive/penalty schemes.    You could strike\",\"Crisis Management, planning and testing The need A real crisis is, almost by definition, a rare occurrence and few organisations can successfully handle any sort of major crisis of which they have lit\",\"Tools Vision & goals In developing and honing our business risk capabilities, we have created abilities, processes and expertise to help organisations to take clearer, more informed decisions and to s\",\"Corporate route-mapping Uses and benefits DBRC’s Corporate Route Mapping process brings clarity and precision of thought to achieving a vision, a goal, or a major project.    It places considerable fo\",\"Click on any tile for details of that particular element.  Technical Risk Management Here you will see how we can help you to understand and implement Risk Management that works.    Because of our ver\",\"Assumption Management The Need Assumptions underpin most corporate plans and decisions and yet few are thoroughly identified, documented and managed.  As a result:  To their detriment, some plans and \",\"Measuring & monitoring performance The Need The adage “You get what you measure” is very true - organisations, and people within those organisations, prioritise the things they will be measured by, of\",\"Dynamic Risk Registers Our approach We can either build on or review what you already have or - if you haven’t started the process - help you to create dynamic registers from scratch, including the in\",\"Vision & goals The need Accurately defining the objective of a major initiative or project, and even more so an organisation’s vision or mission is a critical success factor that should: shape the way\",\"Risk identification & assessment The need There  are very few worthwhile things that do not entail a degree of risk.  However, it is important that for any organisation, project or initiative: All pot\",\"Events & risk radar The need All organisations need to be alert to things that are going on around them.  For example, they may need to be alert to: Changes in public opinion, or in the opinion of oth\",\"Corporate influence modelling In these examples we see about a third of the full model (left) and an extrapolated model showing the issues that relate to client confidentiality Application The way in \",\"Graphic influence modelling The need The functions in all but the smallest of organisations are interrelated and interdependent in subtle and complex ways that have to be understood before major issue\",\"Reputation Management Reputation Reputation and brand are completely intertwined, typically accounting for up to  80% of an organisation’s equity.  For the largest corporations, brand values are measu\",\"Incident recording and analysis The hidden value of data  Most of the information that relates to things  such as  customer complaints industrial accidents and near misses motor fleet accidents produc\",\"Risk Modelling example - Product counterfeiting \",\"Goal Modelling - a simple example Goal:  “Courses attract enough high quality students” \",\"Numeric Modelling example \",\"Issues Modelling - a simple example \",\"Graphic influence modelling The need The functions in all but the smallest of organisations are interrelated and interdependent in subtle and complex ways that have to be understood before major issue\",\"Dynamic Crisis Management (DCM) Fee illustration Supplying, and providing training in, the Dynamic Crisis Management process typically costs £2,000 for a single site.  See fees for more detail. The Ne\",\"Search results \");");
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